eted Selection - Interview Guide

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Targeted Selection Interview Guide Preparation Checklist 1. Review application materials, including resume (curriculum vitae) and any application forms. 2. Prepare to conduct the Key Background Review, if included. Note any jobs/experiences on which you are unclear or would like more information. Note any gaps in employment. 3. Prepare the Planned Behavioral Questions section. Review the dimension definitions and key actions. Modify questions to better fit the candidates experience. Decide if the order of the questions should be changed; develop additional questions if necessary. 4. Prepare the Motivational Fit question page(s), if included. Review the Job Fit definition and significant facets. Review the Location Fit definition and characteristics. Compare the location characteristics to the candidates information and mark which ones you will explore during the interview. Modify the questions to find out possible matches/mismatches between job facets and location characteristics and the candidates preferences. 5. Estimate the time needed to cover each section of the Interview Guide. Outline for Opening the Interview

1. Greet the candidate, giving your name and position. 2. Explain the interviews purpose: To acquaint interviewer and candidate. To learn more about the candidates background and experience. To help the candidate understand the position and organization. 3. Describe the interview plan: Briefly review jobs/experiences. Ask questions to get specific information about those jobs/experiences. Provide information about position and organization. Answer candidates questions about the position and organization. Point out that you both will get information needed to make good decisions. Indicate that you will be taking notes. 4. Explain the jobs essential functions and ask if the candidate can perform the essential functions. 5. Make the transition to the Key Background Review.

Instructions: Interviewers to discuss and select required Frontline Leadership Excellence Competencies and to choose appropriate questions.

Adaptable Planned Behavioral Questions 1. By providing examples, demonstrate that you can adapt to a wide variety of people, situations and/or environments.

2. Give an example of when you adopted (or even championed) the use of a new tool, system, process or methodology that was different from what was currently in use in the organization? How was the new tool/system/process/methodology different? What were the challenges you faced in using the new tool? What did you do to address these challenges? What was the result? 3. Tell me about the most challenging change youve faced at work. What did you do? What were the results? 4. What do you do when priorities change quickly? Give me one example of when you had to adapt to priorities that changed quickly. What did you do 5. Describe a time when you persisted in a situation in order to achieve a result. What obstacles were you facing? What did you do? 6. Tell me about a time when your standard approach to problem solving didnt produce the desired solution. What did you do? 7. We often face business/leadership/supervisory situations where there are conflicting demands. Describe a situation where you faced conflicting demands. What were the conflicting demands? What did you have to resolve? What did you do? Help me understand how you arrived at your decision /action? What was the result? 8. There are situations when we find ourselves switching roles from a leader to a follower, or from a follower to a leader. Describe a time when you found yourself in this situation. How easy/ difficult was it for you to switch roles? Why? 9. Projects rarely proceed without obstacles. Tell me about a recent project you worked on when you encountered a major obstacle. What did you do to get around that obstacle?

Communicates Effectively Planned Behavioral Questions

1. Provide an example of a difficult conversation you had with someone at work. What was it about ? Why was it difficult? What did you say and how did you respond to him/her? Why do you think your response was effective or ineffective? What could you have done differently? 2. Describe a time when you had to handle a disagreement within your team or between others at work? What was the situation? What did you do to handle the disagreement? What strategy did you use to gain agreement? What was the result? 3. Have you ever had to present negative or damaging information to a department/business unit/organization? How did you go about it? 4. Describe a time when you had to convey bad news to your direct reports. What was the news that had to be conveyed? What did you say? What was the result? 5. Describe a situation when you needed to convey a negative message from top management to your direct reports? What was that situation? What challenges did you face? How did you convey the message? What was the result? 6. Occasionally other peoples work priorities conflict with ours. Tell me about a time when this happened to you. What did you do? 7. Can you describe a situation in which you had difficulty getting along with someone at work? How did you handle it? 8. Tell me about a situation when a peer/team member strongly disagreed with your ideas or actions. How did you handle the situation? What was the result? 9. Describe the most difficult conflict youve been involved in. What actions did you take to resolve the conflict? What happened? Drives and Manages Change Planned Behavioral Questions 1. Describe a time when you successfully introduced and led a change initiative in your workplace. What was the situation? What actions did you undertake to introduce the change? What were the stages of the change process? How did you manage each stage? What was the result?

What did you do that was effective? Ineffective? 2. What is the biggest organizational change effort in which youve been involved? What was your role? What did you do before and during implementation of the change? 3. Tell me about a situation in which you had to adjust quickly to a significant change in organization, department, or team priorities. How did the change affect you? What did you do? 4. Try to recall a situation when you were asked to implement a change initiative in your workplace for which you did not personally believe or agree. What was the situation? Who mandated the change? Why did you not believe in or agree with the change initiative? What did you do? What was the result? 5. Describe a time and the strategies you have used to facilitate a major change in your group/ team/organization. Which strategies have worked well, and which have not worked as well? 6. Describe the methods youve used to ensure that a change was being implemented as intended. Which methods were effective, and which were not? 7. People often feel threatened by change. Tell me about a specific situation and some actions you took to smooth the process of change for others. Which actions were successful, and which were not? 8. People often are resistant to change. What steps have you taken to overcome resistance to change? Give me an example. 9. Sometimes the support or commitment of one or more key individuals means the difference in the success of important changes or new projects. Give me an example of a time when you identified a key individual, and tell me what you did to ensure that individuals support.

Drives to Win Planned Behavioral Questions 1. Describe a time when your team was able to deliver expected results because you were able to proactively identify and remove barriers to

success. What was the situation? What did you do? What was the result? 2. Describe a time when you had to confront one of your subordinates/peers/others for not meeting their commitments. What was the situation? What did you do? What was the result? 3. Can you give me an example of when you provided feedback and assistance to another person about substandard performance? What did you do? How did you do that? What happened next? 4. How have you ensured that you and your work group are working on the most important things? Give a specific example. What was the situation? What did you do? What was the result? 5. How have you developed a sense of urgency among your subordinates or peers? Give a specific example. What was the situation? What did you do? What was the result? 6. Give specific examples of how you have developed your people. How did you go about identifying a subordinates strengths and development opportunities? What did you say to your subordinate? How did he/she react? What did you do? What was the result? 7. Please give an example of when you helped others drive towards successful outcomes. What was the situation? Did the others come to you for help? What help did you give? What was the result? 8. How have you developed your subordinates/others sense of accountability for meeting their commitments? Describe the process that you follow. Give a specific example. 9. Think of a time when you had a major role in developing a team that became very successful. Tell me one or two things you did that contributed to the teams success.

Focuses Externally Planned Behavioral Questions 1. How do you keep track of new developments in your external environment (the market in general, customers, internal customers/other work units)? Give a specific example.

2. How have you ensured that your work meets clients/customers expectations? Give examples. What was the situation? What did you do? What was the result? 3. Give an example of an effective partnership that you have built. Why was it challenging to build such a partnership? Why was it effective? How did you use the partnership to reach your objective? 4. Tell me about a time when you used benchmarking to drive process improvement or to adapt best practices in your work unit. What did you benchmark? With whom? What process did you use to benchmark? How did you use the information you collected? What was the result? 5. Tell me about a time when you achieved outstanding results because you proactively sought information to understand your customer/client needs. What was the situation? Explain why such information is not readily available to you. What did you do to get the information? What was the result? 6. Describe a time when you have obtained input from a customer(s) in order to improve a product or service. 7. Give an example of how you have used your external networks and contacts to help you achieve your work/business goals. What was the situation? How did you use your networks and contacts? What was the result? 8. Give a specific example that demonstrates your ability to integrate efforts across units and functions, even without formal authority over these units and functions. What was the situation? Why was it challenging? What did you do to integrate efforts across units/functions? What was the result? 9. All of us have clients who have complaints - whether unfounded or not. Tell me about a recent client complaint and how you resolved it.

Focuses on Growth Planned Behavioral Questions 1. Walk me through the process you followed to develop action plans to

execute your strategies and meet your goals this year. 2. Can you think of a time when you identified a market trend that enabled you to enhance your competitive advantage? How did you recognize the trend? What actions did you take? What was the outcome? 3. How have you determined an appropriate course of action for achieving a long-range goal? Give me a specific example. What options did you consider? Were your actions successful? 4. Describe a time when you redirected/refocused the work that you/your work group were doing to ensure that it grew/impacted the business results? What was the situation? Why did you need to redirect or refocus? What did you do? What was the result? 5. What are your goals this year, and what strategies have you developed to meet your goals? How did you go about developing your strategies? What was the involvement of your peers/ subordinates? 6. How have you ensured that your work groups performance is aligned with the company/ business unit strategy? Give a specific example. What was the situation? What did you think? What did you do? What was the result? 7. How have you fostered innovation in your work group? Give a specific example. What was the situation? What did you do? What was the result? 8. Describe the methods youve used to ensure that a strategic plan is accomplishing its intended results. 9. What objectives were you expected to meet this year? What steps did you take to make sure you were making progress on all of them?

Leads with the Values Planned Behavioral Questions 1. Describe to me a time when you took advantage of the differences in others perspectives, culture, or opinions to attain better business results. 2. Thinking back over your past work situations, describe a negative

work environment that you experienced either as a leader or a team member. Why was this work situation so negative? How did you handle the negative aspects of this situation? What actions did you take to improve the situation? 3. Describe situations when you went through some personal sacrifices (walked the extra mile, exerted extra effort, etc.) to meet your work commitment (goals, timelines, quantity/quality of work). 4. Tell me about the time when you stood by your convictions and did what you felt was the right or ethical thing to do even though others opposed you. What was the situation and what did you think ought to be done? What did the other people want you to do? What did you end up doing? What was the outcome? 5. There are many ways to show respect to others. What ways work best for you? Give me a specific example. 6. Sometimes we are asked to do something that we dont think is right. Tell me about a time when this happened to you. What did you do? What happened? 7. Describe a time at work when you handled a specific problem that involved others with differing values, ideas and beliefs. 8. Describe the time you were most successful helping a direct report or co-worker improve his or her work performance. What was the situation? What prompted you to intervene? What specifically did you do to coach the individual? What was his/her reaction to your feedback? What made this your most successful example? What was the outcome? 9. There are times when we are faced with honesty / ethical / conflict of interest issues in the workplace, in our role as either employee or as supervisor. Please describe one of those times when you were faced with these issues. What was the situation? What did you do? What was the result?

Radiates Confidence Planned Behavioral Questions

1. Describe the riskiest professional decision youve had to make. How long did it take you to gather the information to make that decision? How long after that to make the decision? What was the result? 2. Tell me about the most critical decision youve made where you were required to make the decision very quickly. What was the situation? What caused you to make the decision so quickly? What did you consider in making your decision? How did the situation turn out? 3. Describe how you have identified and pursued learning opportunities in new areas. 4. What was the most unpopular management decision youve had to make? Why was it unpopular? What did you do? 5. Describe a time when you stuck your neck out for a subordinate (defended a subordinate/took a risk on a subordinate). Describe the risk that you took for the subordinate. Why did you do it? What was the result? 6. How often do you seek and receive feedback from your manager? Give me an example of a time when you asked your supervisor/manager for feedback on your performance. Give me an example of a time when you asked for coaching to develop yourself. 7. How do you inspire others (direct reports) to do their best to achieve the objectives of the organization? Give specific examples of when you actually inspired others. 8. What have you done to foster risk-taking and innovation among your direct reports? Describe one situation in which you were successful doing this and one situation and in which you were unsuccessful. 9. What are your strengths and weaknesses? How have you leveraged your strengths? What is your development plan to address your weaknesses?

Sees the Big Picture Planned Behavioral Questions

1. What does "acting as part of a leadership team" mean to you? Describe an example of a situation where you acted as part of leadership team. What was the situation? What did you do? What was the result? 2. What have you done to keep yourself updated about your organizations business? Provide examples of when you took the initiative and proactively sought information about business developments. 3. What changes in your organizations vision and values have affected your direct reports? Tell me about a specific action you took to help your direct reports incorporate the change into their day-to-day activities and behaviors. 4. Describe a time when you put the interests of the larger organization ahead of the interests of the smaller unit to which you belonged. What was the situation? What did you do? How did you explain your decision to the members of your workgroup? What was the result? 5. What have you done to help your direct reports understand how their performance impacts the business results? Try to recall a specific example. 6. Give me an example of a situation that demonstrates your understanding of the linkage between your suppliers and your downstream partners. What was the situation? What did you do? How did you communicate this understanding to your subordinates or peers? What was the outcome? 7. Describe a situation when you helped people understand how their projects, activities or tasks were linked to company strategy. How did you go about it? What was the result? 8. Describe a situation when you were the most successful at communicating a clear business vision to direct reports, co-workers, or clients? What situation were you in? What did you do to communicate the vision? How did those around you respond? What impact did your communication have on the business results? 9. What have you done to make your organizations vision and values meaningful to others? Which strategies have worked, and which have not?

Instructions to close the interview: Interview Close Final Checklist 1. Introduce the (buy-time) question. "Im going to ask a question that Id like you to think about for a few minutes before answering. While you are thinking, Ill review my notes to see if there is other information that I need. The question is: Why should you be considered for this position? (Opportunity to evaluate the candidates selling skillsselling himself or herself.)" 2. Review notes While the candidate is thinking about the question, review your notes to identify any area where more information is needed, or information needs clarification. 3. Buy-time answer Ask for the candidates answer to the question. 4. Additional questions Ask any additional questions based on the review of your notes.

5. Simulation (if used) Introduce simulation. "The next part of the interview will give you an opportunity to demonstrate your skills." Give an overview of the simulation process. Conduct simulation.

6. Position/Organization/Location Provide information on position, organization, or location. If you are the last interviewer, check the candidates understanding of these areas. (Note anything that appears to match or conflict with the candidates stated motivations and preferences.) Give candidate the opportunity to ask questions. (Note the questions asked here.) 7. End the interview. Explain next steps in selection process Thank the candidate for a productive interview
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Examples of Competency Based Interview Questions, List of Competencies/Skills

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Competency is set of skills and knowledge required to perform a particular job function successfully. Therefore, the competency based questions focus on past behavior and other performance abilities of a potential employee in different job-related situations. In order to predict an employees future performance, the questions are divided into 3 categories leading questions, theoretical questions and behavioral questions. Employers would like to evaluate 3 types of skills: Content Skills, Functional Skills, and Self Management Skills: CONTENT SKILL IS THE AMOUNT OF KNOWLEDGE (QUALIFICATIONS AND EXPERIENCE) THE CANDIDATE POSSESSES ON A CERTAIN FIELD. FUNCTIONAL SKILLS ARE PEOPLE-ORIENTED SKILLS SUCH AS COMMUNICATING, ORGANIZING AND MANAGING. SELF MANAGEMENT SKILLS ARE YOUR PERSONAL CHARACTERISTICS SUCH AS HELPER, SELFLEARNER, MULTI-TASKER ETC. Therefore, the employer would have to determine the set of skills required for the said job. This article provides examples of wide ranging competency based interview questions. The article also suggests the way one should answer these questions. The article also lists job-related competencies as well as a list of strong job skills.

EXAMPLES OF COMPETENCY BASED QUESTIONS IN AN INTERVIEW

LEADERSHIP COMPETENCY: LEADERSHIP INTERVIEW QUESTIONS HOW OPEN-MINDED ARE YOU TO OTHER MEMBERS IDEAS? DO YOU CONSULT MEMBERS? HOW DO YOU MAKE DECISIONS IN GENERAL? GIVE AN EXAMPLE OF RISK THAT YOU HAD TO TAKE. W HY DID YOU DECIDE TO TAKE THE RISK? HOW DO YOU KEEP EACH MEMBER OF THE TEAM INVOLVED AND MOTIVATED?

GIVE EXAMPLES OF STEPS TAKEN TO MAKE EACH TEAM MEMBER FEEL IMPORTANT. W HAT WERE THE STEPS YOU NEEDED TO TAKE TO ACHIEVE GOALS? GIVE AN EXAMPLE OF A CREATIVE SOLUTION TO UNEXPECTED SITUATIONS WHEN YOUR LEADERSHIP SKILLS WERE NEEDED. HAVE YOU EVER ACTED AS A MENTOR TO A CO-WORKER? PROVIDE AN EXAMPLE OF A SITUATION WHERE YOU HAD TO CREATE AN AGREEMENT BETWEEN PARTIES WHO ORIGINALLY DIFFERED IN OPINION, APPROACH, AND OBJECTIVES. W HAT ARE THE KEY VALUES OF A LEADER? HOW DO YOU DEMONSTRATE THESE VALUES? HOW DO YOU KEEP YOURSELF AND YOUR TEAMMATES MOTIVATED? DOES A LEADER NEED POWER OR AUTHORITY? HOW DO YOU INFLUENCE PEOPLE? DID YOU HAVE FAULTS AS A LEADER? DESCRIBE THE SITUATION. W HAT IS THE DIFFERENCE BETWEEN A MANAGER AND A LEADER? COMMUNICATION COMPETENCY: COMMUNICATION SKILLS INTERVIEW QUESTIONS GIVE AN EXAMPLE WHEN YOU HAD TO EXPLAIN A COMPLEX TECHNICAL ISSUE TO SOMEONE WHO HASNT HAD ANY TECHNICAL EXPERIENCE. DESCRIBE A SITUATION WHEN YOU HAD TO CONVINCE OTHERS. GIVE AN EXAMPLE OF WHEN YOU HAD TO PRESENT COMPLEX INFORMATION IN A SIMPLIFIED MANNER IN ORDER TO EXPLAIN IT TO OTHERS. HOW DO YOU ESTABLISH GOOD COMMUNICATION AND INFORMATION FLOW WITH OTHERS? HOW DO YOU STIMULATE THE SHARING OF FURTHER INFORMATION? W HAT ARE CONVERSATION IMPRESSIONS OTHER THAN WORDS? HOW DO YOU USE THESE TO COMMUNICATE EFFECTIVELY WITH OTHERS? HOW DO YOU SHOW AN INTEREST IN WHAT ANOTHER PERSON IS SAYING? W HAT ARE THE TECHNIQUES THAT YOU USE TO CLARIFY OBSCURE MESSAGE MEANINGS? HOW DO YOU MAINTAIN A POSITIVE DISCUSSION? CUSTOMER SERVICE COMPETENCY: CUSTOMER SERVICE SKILLS INTERVIEW QUESTIONS HOW DO YOU HANDLE CUSTOMER COMPLAINTS? HOW DO MAINTAIN/INITIATE A GOOD RELATIONSHIP WITH CLIENTS? HOW DO YOU KEEP HIM OR HER SATISFIED? HOW DO YOU BALANCE BETWEEN COMPANY INTEREST AND THE INTEREST OF CUSTOMERS? HAVE YOU EVER TAKEN INITIATIVES TO SOLVE CUSTOMER PROBLEMS THAT WHERE BEYOND/ABOVE YOUR RESPONSIBILITIES? HAVE YOU TURNED DOWN A REQUEST FROM A CUSTOMER? W HAT WAS THE REASON? GIVE AN EXAMPLE OF A SITUATION WHEN YOU HAD TO TURN DOWN A CUSTOMER REQUEST FOR A GOOD REASON. HOW DID YOU HANDLE THE CASE? Refer to customer service interview for more questions and answers. SALES COMPETENCIES: SALES SKILLS INTERVIEW QUESTIONS GIVE AN EXAMPLE WHEN YOU INITIATED/CREATED A NEW SALES/MARKETING TECHNIQUE AND ENJOYED THE RESULTS. W HAT MOTIVATES YOU ABOUT SALES AND MARKETING? HOW DO YOU PROMOTE A PRODUCT? W HAT ARE THE INITIAL STEPS THAT YOU TAKE? HOW DO YOU KEEP UP WITH NEW TRENDS ON MARKETING TECHNIQUES? W HAT IS YOU VIEW ABOUT SELLING PSYCHOLOGY? HOW/WHY DO CUSTOMERS CHOOSE A PRODUCT? Refer to the Sales Interview Questions and Answers for more information. INTERPERSONAL COMPETENCY: INTERPERSONAL SKILLS INTERVIEW QUESTIONS W HAT ARE THE STEPS THAT YOU TAKE TO MAINTAIN GOOD CO-WORKER RELATIONSHIPS? HOW DO YOU NETWORK? W HAT IS THE IMPORTANCE OF NETWORKING? HOW DO YOU MAINTAIN RELATIONS WITH A PERSON IN CASES WHERE YOU CANNOT AGREE UPON CERTAIN ISSUES? HOW FREQUENTLY DO YOU SUPPORT OTHERS AND GET A SUPPORT FROM OTHERS? W HAT IS THE IMPORTANCE OF BUILDING RELATIONSHIPS WITH COLLEAGUES TO YOUR PROFESSIONAL LIFE? HOW DO YOU INITIATE A RELATIONSHIP WITH A PERSON? ORGANIZATIONAL COMPETENCY: ORGANIZATIONAL SKILLS INTERVIEW QUESTIONS W HAT ARE THE STEPS THAT YOU TAKE TO ORGANIZE A BUSINESS PLAN FOR A NEW PROJECT?

HOW DO YOU PRIORITIZE PROJECT TASKS? HOW DO YOU EFFECTIVELY HANDLE A HEAVY WORKLOAD?. HOW DO YOU PRIORITIZE DAY TO DAY TASKS? DECISION MAKING COMPETENCY: DECISION MAKING INTERVIEW QUESTIONS DO YOU CONSULT WITH OTHERS BEFORE MAKING A DECISION? EXPLAIN YOUR GENERAL DECISION-MAKING PROCESS. HOW DO YOU MAKE DECISIONS IN GENERAL? GIVE AN EXAMPLE OF A SITUATION WHERE YOU HAD TO MAKE A DECISION WHEN YOU DIDNT HAVE ALL FACTS? HAVE YOU EVER DELAYED ANY DECISION-MAKING? IF YOU HAVE TO MAKE AN IMMEDIATE DECISION, WHAT PROCESS WILL YOU FOLLOW? STRATEGIC THINKING COMPETENCY: STRATEGIC THINKING INTERVIEW QUESTIONS W HAT IS YOUR STRATEGY FOR BRAINSTORMING, SHARING IDEAS AND LEARNING TO ESTABLISH CRITICAL THINKING? GIVE AN EXAMPLE OF A SWOT ANALYSIS STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS. W HY DOES A CHANGE/ADJUSTMENT IN MANAGEMENT FAIL IN MOST ORGANIZATIONS? CREATIVE PROBLEM SOLVING SKILLS INTERVIEW QUESTIONS DESCRIBE A PROBLEM AND THE WAY YOU COLLECT INFO AND ESTABLISH A PROBLEM SOLVING MODEL. HOW DO YOU BUILD A TROUBLESHOOTING PROCESS? W HAT ARE THE STEPS YOU TAKE FOR A PROJECT THAT REQUIRES COLLECTION OF SYSTEMATIC DATA AND RISK MANAGEMENT FOR ANALYZING ITS PERFORMANCE? W HAT ARE THE STEPS YOU TAKE TO ANTICIPATE RISKS AND RESOLVE ISSUES? GIVE AN EXAMPLE OF AN EFFECTIVE/INNOVATIVE SOLUTION YOU CREATED TO SOLVE A PROBLEM. MANAGEMENT SKILLS INTERVIEW QUESTIONS Refer to management interview questions. HOW TO ANSWER THE COMPETENCY BASED QUESTIONS How to answer the competency questions: You have to demonstrate your skills, knowledge and attitude to perform the job task effectively, at or above the standard required as identified in the competency. Therefore: 1. PREPARE A LIST OF SITUATIONS THAT YOU HAVE FACED/EXPERIENCED IN YOUR PROFESSIONAL LIFE AND THE WAYS YOU HANDLED THESE CASES. 2. STUDY EACH COMPETENCY/SKILL REQUIREMENTS AND APPROACHES THE INTERNET IS A GREAT DATABASE. 3. BE PREPARED FOR EACH QUESTION WITH A STORY. A complete answer to a competency based question must explain the case, the action and the result therefore a good answer should contain all of these components thereby presenting the gained skill of the individual. Read further in the following articles: competency based interview questions and answers + the behavioral interview.

LIST OF OTHER COMPETENCIES AND SKILLS

MOTIVATION COMPETENCY NEGOTIATION COMPETENCY CONFLICT MANAGEMENT COMPETENCY CREATIVITY COMPETENCY ABILITY TO DELEGATE COMPETENCY COACHING ABILITY COMPETENCY AWARENESS TO DETAILS COMPETENCY INITIATIVE COMPETENCY CRITICAL THINKING COMPETENCY ASSERTIVENESS DIPLOMACY COMPETENCY ANALYTICAL SKILLS ETHICS

NEGOTIATION SKILL JOB KNOWLEDGE COMPETENCY